Result of the merger of two companies, one Brazilian and one foreign, with operations and operations in North America, South America, Europe and North Africa.
Open capital on the stock exchange abroad with a private controller in Brazil.
Annual gross revenue approx. of BRL 1.3 billion; EBITDA approx. of BRL 40 MM.
8 Factories with the capacity to manufacture more than 120 MM meters.
Difficult cash situation arising from a debt of around R$ 800 MM.
Deterioration of EBITDA (year before the start of the project was 71% lower than the previous year).
Very old factories and no investment.
Insufficient product variety, loss of image and market share. Little commercial aggressiveness and lack of customer focus.
Inadequate and distant management of operations, especially abroad

Strategic and operational diagnosis.
Review of the organizational structure.
Division of the group into business units with customer-focused management.
Implementation of Cash Management Committee.
Implementation of Integrated Maintenance Management (GIM).
Zero-Based Budget in all units.
Review of sales management and product mix with changes in focus and performance in customers.
Global Implementation of Cost Working Groups to reduce costs.

73% increase in recurring EBITDA, approx. BRL 75MM
Recovery of PIS/COFINS in the order of R$ 8.4 MM.
Greater product mix and bolder collections supported by better control of sales execution allowed the recovery of sales in traditional customers in Brazil.
Significant margin increase in sales in the European and US markets with better collections, greater focus on customer management.
Significant margin increase in core operations with staff and administrative reductions and in factories and other operational improvements.